What You Need to Know About - ISO 44001...What You Need to Know About by Robert Porter Lynch...

Copyright 2017 Version 2.0 Approved for ReleaseInternational Collaborative Leadership Institute page-1

VERSION 2.0Approved for Release – May 2017

The International Standards Organization (ISO)has recently approved a set of Standards of Collaborative Practice.

The standards represent the “keystone” that enables the “archway” of collaborative designarchitecture and best practices to bridge the span across organizational boundaries.

The resulting “System of Collaborative Excellence” is elegant, simple, inspiring, proven, and logical.

ISO 44001 Standards of Practice promises to catalyze the transformation of business enterprises –triggering new flows of innovation, generating new sources of value, reducing risks & litigation, and

diminishing value-destroying behavior that has historically plagued business and commerce.

What You Need to Know About

by Robert Porter LynchChairman, International Collaborative Leadership Institute (ICLI)Chairman Emeritus, Association of Strategic Alliance Professionals (ASAP)



















Task Force on ISO 44001

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Table of Contents1. What is ISO? ...................................................................................................................................... 3

About Preparing ISO Standards of Practice & Excellence ...................................................... 3

2. What is the ISO 44001 Standard? ..................................................................................................... 3

3. When & How does ISO 44001 take affect?.......................................................................................4

4. How can Our Organization Achieve Success? ...................................................................................4Key Phases of Implementation............................................................................................... 4Will Compliance Make Us Successful? ................................................................................... 4Three Foundational Pillars of Success .................................................................................... 4

5. How well have these Standards & Practices been Tested? ..............................................................4Extensive World-Wide Testing ............................................................................................... 5

6. Where can the Standards of Practice be Applied? ........................................................................... 6

7. What Types of Organizations are affected?......................................................................................6

8. Why is it so important?.....................................................................................................................6For Business ........................................................................................................................... 6For Government..................................................................................................................... 7For Not-For-Profits ................................................................................................................. 7For Educational Institutions ................................................................................................... 7For Health Care ...................................................................................................................... 7

9. What Implications will ISO 44001 have on Your Organization’s Future? ......................................... 8

10. Who is Affected?...............................................................................................................................8

11. What will happen if we do nothing?................................................................................................. 8Private Sector is at Risk .......................................................................................................... 8Becoming the Partner of Choice ............................................................................................ 8Not-For-Profit Excellence ....................................................................................................... 9Educational Mandate ............................................................................................................. 9Health Care............................................................................................................................. 9Rebuilding Trust in Institutions .............................................................................................. 9

12. What are the most important things to know before getting started?..........................................10It Starts with Leadership ...................................................................................................... 10Collaboration Life Cycle........................................................................................................ 10Planning, Training, Implementation, Auditing & Certification............................................. 10

Appendix One -- The Collaborative Journey – Historical Perspective.........................................................11

Appendix Two – Pathway to Collaborative Excellence – Overview............................................................12

Appendix Three – Structure of the Standards ............................................................................................13Introduction – Definitions & Context................................................................................... 13Phase 1 – Preconditions for Success - Leadership, Planning, & Support ............................. 13Phase 2 – Implementing for Results..................................................................................... 14Phase 3 – Improvement, Innovation, & Audit...................................................................... 15Annex Section -- Informative ............................................................................................... 15













10. Who is Affected?...............................................................................................................................8


















10. Who is Affected?...............................................................................................................................8






Copyright 2017 ICLI Task Force on ISO 44001 page 3

Figure 1: Realm of ISO 44001

1. What is ISO?ISO stands for the “International Standards Organization,” which is worldwide federation ofnational standards bodies (ISO member bodies).

About Preparing ISO Standards of Practice & ExcellenceISO represents and integrates a global consensus on standards of practice from countriesfrom different parts of the world to define operating excellence – regardless of culture,national laws, native language or industry sector – to provide:

Requirements, specifications, guidelines or characteristics to consistentlyensure that materials, products, processes and services are fit for their purpose, The best operating outcomes based on a set of standards that determineeffective practice, A common language and design system, including metrics and frameworks,for evaluation of operating practices

The work of preparing International Standards is typically carried out through an ISO network ofTechnical Advisory Committees representing experts in the subject area.

International organizations, governmental and non-governmental, in liaison with ISO, typicallytake part in the work to develop standards. In the United States, ISO’s member is the AmericanNational Standards Institute (ANSI). In Canada it’s the Standards Council of Canada (SCC). Bothorganizations represent members of industry, government, academia and the public interest.

Every industry and every profession has standards of excellence, whether for doctors,automobile safety, or pharmaceutical toxicity.

Now, collaborative management hasstandards of excellence that will enableother organizations -- internally or externally-- to engage each other with reliance.

2. What is the ISO 44001 Standard?ISO 44001 was issued in 2017 to enableorganizations to work better throughcollaboration – both within and betweenorganizations. (see Figure 1)

The Collaborative Relationship ManagementStandard specifies the best Structure toidentify, develop, and manage collabora-tion, alignment, teamwork, and trust-building. (See Appendix Three – Structureof the Standards)

The Association of Strategic AllianceProfessionals and the InternationalCollaborative Leadership Institute are two organizations that have developed and implementedthe Strategic Architecture and Best Practices that operationalize the Standards – what we referto in this document as “Standards of Practice.”



























Figure 3: Foundation: Three Pillars of Success

Figure 2: Phases of Implementation

3. When & How does ISO 44001 take affect?The 44001 Standards are now in effect. Adopting the standards is 100% voluntary.

There is no legal mandate and there are no regulatory penalties for non-compliance.

4. How can Our Organization Achieve Success?Key Phases of ImplementationThe ISO Implementation Journey consists Three Phases (seeFigure 2 & Appendix Three – Structure of the Standards)Each of the Phases of Implementation consists of keyfactors for success, methods of implementing theprinciples, processes, and practices, and engaging people inthe design and delivery of the implementation.

Will Compliance Make Us Successful?While meeting the 44001 Standard will certainly make yourorganization better, it alone does not make you successful.

As an analogy, simply constructing a home that meetsbuilding code does not make your home beautiful,livable, or marketable. Those are a function of thedesign architecture and the quality of the workmanship(best practices).

Three Foundational Pillars of SuccessA successful 44001 program consist three “pillars”:

System Design Architecture thatcustomizes the 44001 Journey to yourorganization’s unique requirements,strategic conditions, & culture

Operational Best Principles, Processes &Practices, which ensure the very bestmethods for producing high performance

44001 Standards of Excellence providing a common organizational interaction platform.The 44001Standard carefully integrates the three pillars of success into implementation phases.Importantly, without Collaborative Leadership, nothing will really ever get off the ground.

5. How well have these Standards & Practices been Tested?Collaborative business practices have been used for centuries. In the 1700s and 1800s, shippingventures, insurance, railroad expansions, and mining exploration all used joint venturesextensively. During the early 1900s, to innovate, manage risk, and expand distribution, collabor-ations were prominent in a wide range of industries, including electronics, chemicals, pharma-ceuticals, aerospace, and transportation. However, during the first centuries of usage, no oneever bothered to document the best practices, principles of success, or standards of excellence.

The first studies of cross-boundary collaboration began at Harvard in the mid-1960s. Formaliza-tion of collaborative business practices began in 1985 with the research, codification, and cate-
































gorization of best practices for collaboration in business. The first book on the subject dates to1987, (written by this author). Subsequently, in 1989 executive training programs were spon-sored by the American Management Association followed by the Canadian Management Centre.Over the course of three decades, scores of books have been written by a wide range of authorsand training programs have been sponsored by business associations and some universities.

Extensive World-Wide TestingThe Association of Strategic Alliance Professionals (ASAP)was founded in 1998 (by this author) for the purpose ofbringing together professionals across multipleindustries internationally with the intent of sharing andassessing collaborative frameworks, practices, and tools.ASAP members upgraded, tested, and developed newprinciples, practices, and tools to optimize effectiveness.

Collaborative professionals quickly realized their best practices were improving operating successby as much as threefold (in comparison to operators who did not use best practices and or reliedon less rigorous methods), with demonstrated improvements typically in the 50% to 80% range.

Further testing and refinement of these best practices continued to yield positive results acrossmultiple sectors, with the added benefit of catalyzing more rapid innovation between companies.

Momentum was building globally. In 2006, the British began formulatingcollaborative standards. By 2010 a collaborative framework (ref: 11000)evolved (with input from ASAP) through the British Standards Institute (BSI).The ASAP best practices (contributed by this author) were upgraded in 2012

based on input and experience from its global, cross-industrymembership base. (seeAppendix One -- The CollaborativeJourney – Historical Perspective)

In 2014 ASAP partnered with the American National StandardsInstitute (ANSI) to form a Technical Advisory Group (TAG) to integrate the ASAP Best Practiceswith the British Collaborative Standard. The Technical Advisory Group worked jointly with BSI toevolve common Standards of Practice for Collaborative Business Relationships (44001), whichwas then issued by ISO in March, 2017.

Experts from supply chain management, research & development, lean management, channelmanagement, project management, human & intercultural behavior, high performance team-work, outsourcing, and organizational transformation contributed their ideas and insights.

During the last thirty years, these frameworks & standards of practice have been proven to bereliable in increasing operating performance in thousands of organizations, cross-industry, andinternationally in such diverse sectors as aerospace, automotive, chemicals, communications,construction, government, health care, hospitality, insurance, manufacturing, mining, pharma-ceuticals, security, social services, supply chain management, and transportation, among others.

Thousands of executives have been trained in and are actively using elements of theCollaborative Business Relationships system across the globe.























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The ISO Standard provides a stableplatform to leverage collaborative

architecture and best practices.

6. Where can the Standards of Practice be Applied?ISO 44001 can be used and applied to a wide range of relationships on several different levels:- Internal Teamwork

(One-on-One Relationships, Small Groups, High Performance Teams, Innovation Centers, etc.)- Cross Functional Teams

(Different Branches, Divisions, Operational Units, Program Rollouts, Integrated Service Delivery)- Project Management

(Small Projects, Large Scale Projects, Complex Projects, R&D, Multi-Project Programs)- Complex Integrations (Research-Development-Commercialization Centers, Education Centers /

Programs, Institutions of Higher Learning, and Mergers & Acquisitions)- Business Collaborations

(Partnerships, Alliances, Joint Ventures, Solutions & Service Delivery Partners, SystemsIntegrators, Customer Relationships, etc.)

- Multiple Partner Relationships(Joint Ventures, Consortia; End-to-End Supply Chains, Networks, Extended Enterprise, Eco-Systems, Franchises, Commercial & Professional Associations, Inter-Governmental Affairs, etc.)

7. What Types of Organizations are affected?ISO 44001 is applicable to private and public organizations of all sizes, including:

- Multinational Corporations- Small / Medium Enterprises (SME)- Government Agencies- Non-Government & Non-Profit Organizations- Healthcare Systems & Service Delivery- Educational Institutions- Alliances, J-Vs, Franchises, Partnerships- Mergers & Acquisitions

8. Why is it so important?For Business

Across the globe, senior executives have expressed a deep desire to form more collaborativerelationships, alliances, and competitive value chains/networks/eco-systems. These standardswill also improve the success rates of mergers and acquisitions.Until the issuance of the ISO 44001 Standards of Practice, there has been no common languageor framework, no shared best practices, nor a tested methodology to enable joint initiatives.On the investment side of business, investors and venture capitalists will have a set of standardsto know which companies can truly create high performance collaborations.

We know from years of experience, that the best practices embodied inthis system and standards of practice triple the chances of a successfulcollaboration, thus reducing risks dramatically.
































Organizations that embraceCollaborative Standards of

Practices will derive a multitudebenefits, which include better

productivity, improved customersatisfaction, higher employee

retention, greater innovation, andimproved profitability.

For GovernmentCooperation between government agencies at the federal, state/provincial, county, andmunicipal level is extremely important. Without coordinative processes, there is waste,inefficiency, and duplication of services, all ofwhich costs taxpayers.ISO 44001 provides coordinative practices andprocedures for getting more done with less.Economic Development authorities are nowempowered with common standards ofpractices to enable companies in theirjurisdiction to employ powerful tools andmethods for creating competitive advantage.

For Not-For-ProfitsUnlike private industry, where inefficiency is weeded out by competition, the not-for-profitsector is often cited for inefficiency, lack of collaboration, failure to be held accountable, poormanagement, and unwillingness to share resources or collaborate to deliver services.Up to now, donors who sponsor not-for-profit social service agencies have only had financialauditing procedures to determine accountability. With the issuance of ISO 44001, not-for-profitsare encouraged to use best practices to improve their service delivery. Donors and communityfoundations will soon be requiring a 44001 Certification as a condition for releasing funds.

For Educational InstitutionsEnabling students to be “Future Ready” is essential both at the high school and college levels.Today business, technology, and healthcare sectors are highly reliant on both internal andexternal collaboration. Courses in the 44001 Collaborative Business Management System will beessential elements of career development for managers, technicians, and healthcare providers.Further, educational institutions must collaborate with the business sector to ensure a smoothtransition between academia and careers. Collaborative processes will help aid the interactionbetween business and academia when engaging in joint program development and delivery.

For Health CareThe entire healthcare industry is one of the mostfragmented of all service sectors.

While healthcare dominates nearly 20% of the economy,studies continue to show a discouraging lack of collabor-ation both within healthcare organizations and betweenhealth care providers. Some studies reveal that over 80%of all work in healthcare adds no value to the patient’shealth. Other studies indicate that those healthcareorganizations that rigorously use collaborative practicescost 25% less and produce 25% better outcomes.

The Collaborative Structure and Practices will potentially revolutionize the healthcare industry.

Forward thinking organizations that recognize the massive valueof being in the vanguard will begin the planning process right now.


























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9. What Implications will ISO 44001 have on Your Organization’s Future?In the short run, adopting 44001 Standards of Practice will result in your organizationexperiencing direct and indirect benefits such as:

improved employee morale and engagement, with decreased turnover, better communications and alignment across functions groups, improved cooperation between operating units where “silos” have created negative

productivity and barriers for high performance, significantly better supply chain and customer relationships, including innovation, leaner operations with better leadership focusing on value creation, customer relationships will likely improve, resulting in new revenues, supply chains will begin removing unnecessary transaction costs, alliances will begin to bear fruit.

In the long run, the impact on entire value chains will be dramatic, resulting in higher profits,stronger competitiveness, and growth of your organization.

The decision to adopt Collaborative Business Practices is not, however, without some stress.Changing patterns of behavior, adopting new practices, and reinforcing new behaviors requiresgood leadership, careful planning, and building internal support. The standards embrace thisneed for collaborative leadership and help guide in setting up the right preconditions for success.

10.Who is Affected?The ISO Collaborative Standards are quite broad and universal, impacting virtually every sector ofcommerce, social service, education, healthcare, government, and community.

In the long run, the ISO Collaborative BusinessRelationship Standards and Best Practices couldbe the beginning of a revolution in the waycommerce is conducted, as well as shifting thestandards of excellence for the very structureof organizations and institutions.

11.What will happen if we do nothing?

Private Sector is at RiskIf you are in the business sector, doing nothing is risky.

Today’s operating environment is a complex, highly networked, fast-moving playing field.

The ISO Standards of Collaborative Excellence provide a significant competitive advantage. If yourcompany fails to start the collaborative journey, you stand the risk of being unprepared tocompete in a fast moving, world where your competitors are rapidly taking the high ground.

Becoming the Partner of ChoiceFor external relationships, the best strategy is to build a great value chain by positioning yourselfto attract and link up with the best alliance partners, thus creating the most powerful flow ofvalue through the chain/network. This relegates 2nd and 3rd rate partners as leftovers for yourcompetitors to team with.


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The Standards of Practice areflexible enough to enable

adaptation to a wide varietyof applications and for new

innovations to arise.

For internal relationships, start building a world classculture of high performance teamwork and trust thatimproves productivity and morale.

Not-For-Profit ExcellenceFor those in the Not-For-Profit industry, it will not belong before community foundations begin mandating ISO44001 as one of the decisive evaluation criteria for receiving grants.

Be proactive – don’t wait to have to react at the last minute. Start the collaborative journey now.

Educational MandateToday business and technology is highly dependent on collaborative relationships. EducationalInstitutions from pre-school through college can provide added value to their student curriculumby including collaborative leadership training to ensure students are “Future Ready.”

Additionally, business and engineering schools need to teach managers and technicians aboutthe collaborative imperative in commercial and technology development.

Health CareThe entire healthcare industry is fragmented, expensive, transactional, inefficient, burdened withnon-value added work and distrust.

Collaborative Business Relationships Standards of Practice will improve healthcare both internallyand across business interactions. Collaboration will be one of the most important strategies forcost containment.

Rebuilding Trust in InstitutionsTrust in American institutions is at an all-time low. In Europe, the trend is similar.

The Collaborative Business RelationshipSystem embodies important trust-building frameworks, practices, andprocesses that lay the right foundationfor rebuilding trust in institutions.

The future is at stake.

Collaborative of Business Standards Practice will do three times morefor commerce than strict legal contracts, because they will:

Reduce Risks of Doing Business

Ensure Standards of Excellence

Create Alignments as a Precedent to Transactions

Foster Trustworthy Interactions

Note: this does not mean lawyers will abandon legal contracts,but lawyers will learn to build collaborative standards into them.










































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Figure 4: Collaborative Leadership & Life Cycle

Use ISO 44001 as thelever to train yournext generation of

trusted leaders.Build a collaborative

culture. Generate newvalue and a bold new

future.

Collaborative BusinessStandards present amassive opportunity forleadership developmentat a time of major leader-ship losses with baby-boomers retiring atunprecedented levels.

12.What are the most important things to know before getting started?

It Starts with LeadershipISO 44001 makes it clear – no imple-mentation of any Collaborative Busi-ness Relationship Standards of Practicecan be successful without seniorexecutive commitment at the outset.

Getting your organization’s ExecutiveTeam and Board of Directors attunedand aware of the implications is thefirst place to start.

Collaboration Life CycleThere is a “Life Cycle” to collaboration;the Standards of Practice provide ageneral sequence for implementationof the framework and best practices.This is a flexible framework andprocess – new ideas and innovationsare encouraged. (see Figure 4)

Planning, Training, Implementation, Auditing & CertificationCollaborative Excellence is a journey. It requires senior executive commitment, a plan, gettingpeople trained in the best practices, baseline assessments, implementation in a phasedsequence, evaluation, refinement, then audits prior to certification.It’s important to understand that certification is actually NOT the objective. The objective isproductivity, performance, and profitability in the for profit sector, and in non-profits andgovernment it’s efficient delivery of services.Certification is like product branding -- it makes you a "trusted brand" others can count -- peopleworking together for the good of the whole.In anticipation of the adoption of 44001standards, the International Collaborative LeadershipInstitute has developed and tested a complete range of programs and assessments ready forimplementation to support leaders and organizations ready to begin their journey.


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future.








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Appendix One -- The Collaborative Journey – Historical Perspective

the Evolution of the Collaborative Shift








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Appendix Two – Journey to Collaborative Excellence – Overview


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Appendix Three – Structure of the StandardsThe ISO Standards are divided into five sections:

Introduction deals with Definitions & Context Phase 1 addresses the Role of Leadership, Planning, & Support Phase 2 focuses on Implementation Phase 3 outlines Improvement, Innovation, & Auditing Annexes (Appendices) with supplemental information

Introduction – Definitions & ContextForeword & Introduction .........................................................................................................................................................................vi1. Scope...................................................................................................................................................................................................................... 12. Normative references ........................................................................................................................................................................ 13. Terms and definitions ..................................................................................................................................................................... 14. Context of the organization .......................................................................................................................................................... 54.1 Understanding the organization and its context..................................................................................... 54.2 Understanding the needs and expectations of stakeholders ....................................................... 54.3 Determining scope of Collaborative Business Relationship Management System ... 54.4 Collaborative Business Relationship Management System ......................................................... 64.5 Creation of value ............................................................................................................................................................... 6Phase 1 – Preconditions for Success - Leadership, Planning, & Support

5. Leadership ........................................................................................................................................................................................................... 65.1 Leadership and Commitment ................................................................................................................................. 65.2 Policy ........................................................................................................................................................................................... 75.3 Organization roles, responsibilities and authorities ........................................................................... 75.3.1 Top management ........................................................................................................................... 75.3.2 Establishment of an organizational governance structure ...................... 75.3.3 Senior executive responsible .............................................................................................. 86. Planning ................................................................................................................................................................................................................. 86.1 Actions to address Risks and Opportunities .............................................................................................. 86.2 Collaborative business relationship objectives & planning to achieve them ................ 86.3 Identification and prioritization of collaborative business relationships ........................ 96.3.1 General ................................................................................................................................................ 96.3.2 Identification of opportunities for collaboration ........................................... 97. Support ................................................................................................................................................................................................................107.1 Resources ............................................................................................................................................................................... 107.2 Competence and behavior ....................................................................................................................................... 107.3 Awareness ............................................................................................................................................................................... 107.4 Communication .................................................................................................................................................................. 107.5 Documented information .......................................................................................................................................... 117.5.1 General ............................................................................................................................................. 117.5.2 Creating and updating .......................................................................................................... 117.5.3 Control of documented information .......................................................................... 117.5.4 Record of collaborative competencies ..................................................................... 117.5.5 Corporate Relationship Management Plan ........................................................... 12












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Phase 2 – Implementing for Results

8 . Operation ............................................................................................................................................................................................................128.1 Operational Planning and Control ............................................................................................................... 128.2 Operational Awareness (Stage 1) ................................................................................................................ 128.2.1 General ............................................................................................................................................ 128.2.2 Duties of SER .............................................................................................................................. 138.2.3 Application and validation of operational governance structure ... 138.2.4 Identification of operational objectives and value .................................... 138.2.5 Establishment of value analysis process ............................................................. 148.2.6 Identification & prioritization of collaborative business relationships . 148.2.7 Development of competencies and behaviour ............................................... 148.2.8 Initial risk assessment ........................................................................................................ 148.2.9 Establishment of the RMP ............................................................................................... 148.3 Knowledge (Stage 2) .................................................................................................................................................... 158.3.1 General ............................................................................................................................................. 158.3.2 Strategy and business case ............................................................................................. 158.3.3 Identification of key individuals’ competence and behaviour ........ 178.3.4 Knowledge management ................................................................................................... 178.3.5 Supply chain and extended enterprise risks and opportunities ..... 178.3.6 Implementation of risk management process ................................................ 178.3.7 Evaluation of the business case ................................................................................... 188.3.8 Incorporation of knowledge into the RMP ....................................................... 188.4 Internal Assessment (Stage 3) .............................................................................................................................. 198.4.1 General ............................................................................................................................................. 198.4.2 Capability and environment for collaboration ............................................... 198.4.3 Assessment of strengths and weaknesses .......................................................... 198.4.4 Assessment of collaborative profile ......................................................................... 208.4.5 Appointment of collaborative leadership .......................................................... 208.4.6 Definition of partner selection criteria .................................................................. 208.4.7 Implementation of the RMP ............................................................................................ 208.5 Partner Selection (Stage 4) ...................................................................................................................................... 218.5.1 General .............................................................................................................................................. 218.5.2 Nomination of potential collaborative partners ............................................ 218.5.3 Partner evaluation and selection ................................................................................ 218.5.4 Development of collaborative engagement & negotiation strategy . 228.5.5 Initial engagement with potential partners ...................................................... 228.5.6 Assessment of joint objectives ........................................................................................ 228.5.7 Assessment of joint exit strategy .................................................................................. 228.5.8 Selection of preferred partners .................................................................................... 228.5.9 Initiation of joint RMP ........................................................................................................... 228.6 Working Together (Stage 5) ..................................................................................................................................... 228.6.1 General ............................................................................................................................................... 228.6.2 Establishment of the joint governance structure ........................................... 238.6.3 Joint knowledge management process .................................................................. 258.6.4 Establish joint risk management process ............................................................. 258.6.5 Operational process and systems review ............................................................ 268.6.6 Measurement of delivery and performance ...................................................... 268.6.7 Improvement of organizational collaborative competence ................ 268.6.8 Establishment of a joint issue resolution process ....................................... 26


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8.6.9 Establishment of a joint exit strategy .................................................................... 278.6.10 Agreements or contracting arrangements .................................................... 278.6.11 Establishment and Implementation of the joint RMP ......................... 288.7 Value Creation (Stage 6) ................................................................................................................................................. 288.7.1 General ............................................................................................................................................. 288.7.2 Establishment of the value creation process .................................................. 298.7.3 Identification of improvement and setting of targets .............................. 298.7.4 Use of learning from experience ................................................................................ 298.7.5 Updating of the joint RMP ................................................................................................ 298.8 Staying Together (Stage 7) ........................................................................................................................................... 298.8.1 General .............................................................................................................................................. 298.8.2 Oversight by the SERs .......................................................................................................... 308.8.3 Management of the joint relationship ..................................................................... 308.8.4 Implementation of monitoring of behaviour and trust indicators . 318.8.5 Continual value creation ..................................................................................................... 318.8.6 Delivery of joint objectives .............................................................................................. 318.8.7 Analysis of results .................................................................................................................... 318.8.8 Issue resolution .......................................................................................................................... 318.8.9 Maintenance of the joint exit strategy .................................................................... 328.8.10 Maintenance of the joint RMP ...................................................................................... 328.9 Transformation or Exit Strategy Activation (Stage 8)........................................................................ 328.9.1 General ................................................................................................................................................. 328.9.2 Initiation of disengagement .............................................................................................. 338.9.3 Business continuity ................................................................................................................... 338.9.4 Evaluation of the relationship ......................................................................................... 338.9.5 Future opportunities ................................................................................................................ 338.9.6 Review and updating of the RMPs ................................................................................. 33

Phase 3 – Improvement, Innovation, & Audit9. Performance evaluation .........................................................................................................................................................................33

9.1 Monitoring, Measurement, Analysis and Evaluation ............................................................. 339.1.1 General ....................................................... ........................................................................................... 339.1.2 Exit evaluation ................................................................................................................................. 349.2 Internal Audit ................................................................................................................................................................... 349.3 Management Review ................................................................................................................................................ 34

10. Improvement ..............................................................................................................................................................................................3510.1 Nonconformity and Corrective Action ............................................................................................... 3510.2 Continual Improvement .. ............................................................................................................................... 35

Annex Section -- Informative

Annex A (informative) Assessment Checklist ...........................................................................................................................36Annex B (informative) Relationship Management Plan ...............................................................................................40Annex C (informative) Competencies and Collaborative Behavior ..................................................................43Annex D (informative) Relationship Maturity Matrix ....................................................................................................45Annex E (informative) Exit Strategy ..................................................................................................................................................48Annex F (informative) Description of business relationship types ...................................................................50Annex G (informative) Application guidance ...........................................................................................................................52

Bibliography .............................................................................................................................................................................................................60








Bibliography .............................................................................................................................................................................................................60








Bibliography .............................................................................................................................................................................................................60


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Contact us for more information on getting started with ISO 44001Collaborative Business Relationship Practices

International Collaborative Leadership [email protected]

[email protected]

+1-239-537-6441

3510 Kraft Road Suite 200Naples, FL 34105

www.ICLInstitute.org


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[email protected]

+1-239-537-6441




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[email protected]

+1-239-537-6441



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